Leadership competencies for implementing planned organizational change

Battilana, Julie; Gilmartin, Mattia J.; Sengul, Metin; Pache, Anne-Claire; Alexander, Jeffrey A.

doi:10.1016/j.leaqua.2010.03.007

Cited by 248 publications

(249 citation statements)

References 86 publications

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“…Assim, fomentar atitudes positivas em relação ao processo e evitar resistência à mudança parece ser o grande propósito da gestão da mudança, sendo uma habilidade gerencial bastante necessária (Battilana, Gilmartin, Sengul, Pache, & Alexander 2010;Hayes, 2007).…”

Section: Revista Psicologia: Organizações E Trabalhounclassified

“…Para alguns autores, envolve o acompanhamento e o gerenciamento das emoções e das reações humanas, com o objetivo de reduzir a queda inevitável de produtividade, que é consequência dos processos de mudança (Maurer, 2001). Para outros, evitar a resistência a mudar parece ser o grande propósito dessa gestão; o que implica ser uma habilidade gerencial bastante necessária (Battilana et al, 2010;Hayes, 2007). O uso deliberado e consciente de estratégias, métodos sistemáticos para garantir que a organização mude na direção dos resultados desejados e para garantir sua efetividade, é característica essencial da gestão da mudança para outros estudiosos do tema (Davis & Holland, 2002;Hayes, 2007).…”

Section: Gestão Da Mudança Organizacionalunclassified

“…A investigação sobre mudança organizacional diz respeito essencialmente a temas como processos de mudança (Schreyögg & Sydow, 2011), liderança (Battilana et al, 2010), execução de mudança ( Van de Ven & Sun, 2011), recepção na organização, reações dos empregados (Hardy & Thomas, 2011;Oreg, Vakola, & Armenakis, 2011), discurso (Grant & Marshak, 2011) e paradoxos (Smith & Lewis, 2011).…”

Section: Gestão Da Mudança Organizacionalunclassified

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Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Machado

Neiva

2017

Rev. Psicol., Organ. Trab

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ResumoAs práticas de gestão da mudança são intervenções organizacionais que facilitam a promulgação de processos de mudança nas empresas. Este estudo testa a relação entre o uso das práticas de gestão da mudança e seus impactos sobre a atitude e os resultados percebidos com a mudança. A amostra foi composta por 205 participantes de organizações brasileiras (58,5% mulheres e 40,5% homens). Os instrumentos utilizados foram a Escala de Percepção de Mudanças Organizacionais, avaliando os resultados transformacionais e transacionais percebidos; a Escala de Atitude Frente às Mudanças -avaliando ceticismo, temor e aceitação das mudanças; e o Questionário de Avaliação das Práticas de Gestão da Mudança Organizacional, avaliando cinco práticas de mudança organizacional (diagnóstico e alinhamento, liderança, comunicação, compensação e incentivos, e treinamento). Os resultados indicaram que as práticas de gestão da mudança impactam parcialmente as atitudes e os resultados percebidos com a mudança.Change management practices: Impact on attitudes and results perceived with changes Abstract Change management practices are organizational interventions that facilitate the enactment of change processes in companies. This study tests the relationship between the use of change management practices and their impacts on attitude and on the results perceived with changes. The sample had 205 participants from Brazilian organizations (58.5% women and 40.5% men). The instruments used were the Organizational Change Perception Scale, assessing perceived transformational and transactional results; the Scale of Attitudes in Relation to Changes, assessing skepticism, fear, and acceptance of changes; and the Assessment of Organizational Change Management Practices Questionnaire, to evaluate five organizational change practices (diagnosis and alignment, leadership, communication, compensation and incentives, and training). As a result, it was found that change management practices partially affect attitudes and perceived results. Prácticas de gestión de cambios: Impacto sobre las actitudes y resultados percibidosResumen Prácticas de gestión cambios son intervenciones organizativas que facilitan la promulgación de los procesos de mudanza en las empresas. Este estudio analiza la relación entre el uso de prácticas de gestión de cambios y su impacto en las actitudes y en los resultados que de ellos se derivan. La muestra incluyó a 205 participantes de organizaciones de Brasil (58,5% mujeres y 40,5% hombres). Los instrumentos utilizados fueron: la Escala de Percepción de Cambios Organizacionales, evaluando los resultados percibidos; la Escala de Actitudes ante las Mudanzas, -evaluando escepticismo, temor y aceptación del cambio -y el Cuestionario de Evaluación de las Prácticas de Gestión de Mudanza Organizacional, para evaluar cinco prácticas de gestión del cambio organizacional (el diagnóstico, el liderazgo, la comunicación, la compensación e incentivos y formación). Los resultados indicaron que las prácticas de gestión de cambios impactan en parte...

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Section: Revista Psicologia: Organizações E Trabalhounclassified

Section: Gestão Da Mudança Organizacionalunclassified

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Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Machado

Neiva

2017

Rev. Psicol., Organ. Trab

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“…The lessons learned, influenced by an organizational context and by the characteristics of relationships among employee groups, generate results for individuals, groups and organizations. Battilana, Gilmartin, Sengul, Pache and Alexander (2010) have proposed that leadership fosters the competences learned during organization change processes through learning support provided to employees.…”

Section: Learning and Organizational Change Contextmentioning

confidence: 99%

The Organizational Change Process: Its Influence on Competences Learned on the Job

Neiva

Odelius

Ramos

2015

BAR, Braz. Adm. Rev.

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This study was developed in a Brazilian court that was subjected to the introduction of e-process, and bears the following objectives: (a) describe the context of changes in terms of planning and perceived risk degree; (b) describe the results perceived after the introduction of the e-process; (c) describe the support to learning and the competences learned during the e-process implementation; (d) identify the links between variables of changing context, support to learning and the competences learned during the introduction of the e-process at the Higher Justice Court. 219 civil servants participated in the study, which used scales of changing context, results of the change of competences and support to learning. Scales were subjected to exploratory factor analysis with robust statistical indexes and three multiple regressions to test the associations between variables. Results pointed out that characteristics of the change process and support to learning affect learned competences.

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“…They performed regression analyses for testing the hypotheses and their results were consistent with literature. Battilana et al (2010) reported that that treating planned organizational change as a generic feature might cover important idiosyncrasies associated both with the various activities involved in the change implementation process and with the unique functions, which leadership competencies might play in the execution of these activities. Shondrick et al (2010) performed a review on key findings related to leadership categorization theory and developed some new perspectives regarding the design of behavioral measures of leadership.…”

Section: Introductionmentioning

confidence: 99%

The effect of informal communication on the leadership styles in governmental organizations

Sehhat¹,

Kenari²,

Alipour³

2012

MSL

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These days, it is not possible to accomplish tasks without having productive relationships with the rest of the world. Although there are some evidences, which indicate informal organizations normally face some limitations on their return but there are also some studies suggesting that informal organizations are the best ways for making significant changes. Recently, many people have suggested that informal organizations provide good infrastructures for organization's workflow many conflict of interests could be solved using informal communications. News can be distributed in organizations through informal units much easier and it is easier to handle them. In this paper, we investigate the relationship between informal communications with leadership style in some of governmental organizations located in free islands of Chabahar, in south east part of Iran. The proposed model of this paper designs a questionnaire and distributes it among many people who are acting as managers in those firms. The preliminary results indicate that there is a positive and meaningful relationship between leadership style and informal relationships.

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Leadership competencies for implementing planned organizational change

Cited by 248 publications

References 86 publications

Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

The Organizational Change Process: Its Influence on Competences Learned on the Job

The effect of informal communication on the leadership styles in governmental organizations

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